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Issues in human resource management - Assignment Example

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Issues In Human Resource Management Table of Contents Table of Contents 2 Introduction 3 HR Issue 1: Transition and Resistance 4 HR Issue 2: Training and Development 6 HR Issue 3: Employee Engagement and Commitment 8 Recommendations for Practice 10 Conclusion 11 References 12 Bibliography 14 Introduction Global recession does impact each and every organisation worldwide…
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Download file to see previous pages The industry faced major difficulties in generating revenue from the organisation. Reduced tourists and increased costs have affected the revenue growth for the industry. This situation was experienced by Hilton Worldwide, one of the biggest hotel chains based in the United States (Scribd Inc., 2012). Hilton Worldwide employs more than 100,000 team members in 665 properties across different nations (Hilton Worldwide, 2012). Thus, the costs incurred in managing human capital is huge and has become a concerning factor for the hotel chain. Three key issues that have been identified, do not imply only for the Hilton Worldwide, but is applicable throughout the industry. The issues that have emerged due to the recent recession include the transition and resistance of the employees, training and development costs, and engagement and commitment towards an organisation. Recession has discouraged companies to spend unnecessary costs for the top level managers, such as, official tours, business trips and corporate meetings that have indirectly affected the hospitality and tourism industry worldwide. The study surveys these issues through theoretical studies and practical implementations and finds different ways to tackle them. Furthermore, managing and retaining human capital cost effectively in the recession affected period will be discussed. HR Issue 1: Transition and Resistance Change is a common aspect for all organisations irrespective of countries of operation. The change can be in the processes, style of operating and implementing modern techniques among others that the leaders feel is essential for an organisation. As identified by Helps (2001), being in transition is often uncomfortable, uncertain and inconsistent. She further states that organisations face obstructions at different points or remain stagnant for considerable periods at a stage. Moreover, she stated that psychological factors do emerge in the minds of the employees while undergoing personal change for the organisation. Thus, it can be proposed that leaders should keep the psychological factors, such as depression, anger, disbelief and few more barriers that concern the employees going through the transitional phase. According to Elrod & Tippett (2002), change is constant that arises due to the variety in life and business events. They discuss the relationship between change and development models and recognise the link between leader and organisational development. Furthermore, they use Lewin’s model of change, unfreezing-moving-refreezing the three stages of change process. Lewin in his theory stated that in the unfreezing stage the organisations need to create an appropriate condition for the change to occur. At this stage, the resistance to change may be identical and initially can cause discomfort to even the beneficial employees. The objective of this stage is to make employees move from the ‘frozen’ state to ‘change ready’ or unfrozen state. The second stage i.e. moving or transition stage is described as the journey of the transitional process that involves psychological barriers and confusions. Employees are concerned as the old processes are being replaced and simultaneously curious for knowing the new process. Good leadership and psychological support is essential in this stage. The third stage is referred to refreezing stage where the goal is to reinstate a new place of constancy and ensure that ...Download file to see next pagesRead More
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